Introduction
Today, business and interpersonal relationships have been significantly shaped because of the impact of globalization and the importance of promoting international trade. The era of globalization has changed many multinational organizations and improved the connection between technological, communication, and production achievements (Kyove et al., 2021). As soon as companies join the international arena, they need to establish a multicultural workforce environment successfully and solve various cross-cultural issues (Pinilla, 2020). Cross-culturing in international projects is not new, and many authors regularly share their thoughts in this field. For example, Xiao and Boyd (2010) explore the construction industry, its major problems, and solutions in the Chinese context, and Chevrier (2003) introduces tolerance and cooperation as beneficial cross-cultural practices. Their experiences and lessons contribute to a better understanding of the best approaches in project management. It is not enough to summarize their ideas and follow their recommendations but to find a clear, practical application for further international projects. Cross-cultural collaboration is a common element in modern business, and the review of articles allows identifying critical lessons to maintain cultural competence, mutual respect, and diverse environments in managing organizations.
Summary of the Articles
Two articles written by Xiao and Boyd in 2010 and Chevrier in 2003 will be summarized and compared to define the best methods of creating the best practice guidelines for international project managers worldwide. Despite evident differences in the approaches and purposes of their studies, both research teams agree that globalization has already shaped the current business world and formed new transnational groups (Chevrier, 2003; Xiao and Boyd, 2010). Cross-cultural management appears to be a critical element in the work of many organizations. Therefore, leaders and managers need to pay more attention to employees’ professional and personal needs and recognize cooperation worth at various levels.
Most people find it effective to develop international relationships and exchange their experiences for different purposes. For example, in her article, Chevrier (2003) focuses on the dynamics of international projects and examines several cross-cultural strategies to help European managers enhance their functioning and development. Explaining that modern project groups have access to different resources and knowledge, Chevrier (2003) discusses the peculiarities of horizontal structures and identifies three specific practices, namely self-control/tolerance, a trial-and-error process, and transnational/corporate cultures (Chevrier, 2003). According to the author, cultural barriers would exist and require solutions at individual and corporate levels (Chevrier, 2003). Interaction, additional sources of inspiration, and mutual understanding are the core issues in international project management.
The steady growth of new experiences and social expectations make globalization a serious contributor to current projects. Xiao and Boyd (2010) conduct a study to evaluate several cross-cultural situations in the construction industry and learn how the representatives of different cultures and nationalities might cooperate and support each other. People use many reasons to explain the necessity to invite employees from different parts of the world. However, according to Xiao and Boyd (2010), most of them are concerned about challenges in interpretation, communication, trust, and emotional control. Therefore, the researchers aim to find practical solutions for such organizations and define informal communication as one of the best ways to manage personal emotions and promote trust in professional relationships (Xiao and Boyd, 2010). It is not easy to work in cross-cultural environments, but any problem can be solved if professional guidelines and ideas are considered and followed.
Articles’ Critique
The chosen articles are characterized by similarities and differences in their research methods, contexts, and conclusions. On the one hand, both studies by Xiao and Boyd (2010) and Chevrier (2003) admit that cross-cultural environments are common in the modern business world, and people should appreciate each other and create supportive environments. They believe that communication practices, pragmatic adjustments, and collective actions play an important role in achieving the best management results (Chevrier, 2003; Xiao and Boyd, 2010). On the other hand, they demonstrate the application of different methods and cross-cultural issues in their discussions. For example, Chevrier (2003) introduces a comparative study where the representatives from three international project groups were interviewed about their preferred work processes. The comparison of experiences like no attention to cross-cultural differences, lack of institutional management, and compromise negotiations proves the worth of self-control and acquaintance among employees (Chevrier, 2003). A cross-cultural study by Xiao and Boyd (2010) is based on real-life experiences and the application of personal construct theory. This approach underlines the role of emotions and competence in the workplace.
In both projects, the purposes were clearly introduced and achieved with the help of the offered data collection and analysis methods. The recognition of occupational culture and the quality of the relationships between the employees with different statuses improves diversity management (Chevrier, 2003). However, Xiao and Boyd (2010) add that individual assumptions, faiths, and behaviors cannot be ignored because they define human preferences within a particular situation. In general, the major difference between the two articles lies in the context of the proposed shifts: organizational improvements and practices in Chevrier’s study (2003) and personal improvements and behaviors in Xiao and Boyd’s study (2010). To identify the best practices, it seems to be rational to combine their approaches and manage projects at organizational and individual levels.
Learned Lessons and Best Practices
Considering the examples offered in the articles, cross-cultural issues may be recognized and solved in a variety of ways, and decision-making mostly depends on the company’s resources, people, and experiences. The complexity of project management is usually explained through the prism of its multiple issues, goals, and tasks. For example, Varajão et al. (2022) concentrate on success as an integral part of organizations’ sustainability and development. Ermasova (2021) underlines cultural sense-making to identify and analyze cultural norms in the business environment. In the study by Aggarwal and Wu (2021), cross-cultural competence education and training become an obligatory element in project management. The achievements made by Xiao and Boyd (2010) and Chevrier (2003) support the offered ideas, creating a solid background for understanding how people participate in international business relationships and define their obligations. Therefore, the main lesson in this review is to combine knowledge and continue sharing experiences with respect to individual differences and diversity. Communication and support contribute to business management by developing trusting relationships, emotional control, and self-confidence.
The best practices for solving cross-cultural issues are never the same for all organizations because of the evolution of project management and the creation of new opportunities. Wawak and Woźniak (2020) conclude that systematic reviews must be commonly used to understand appropriate project management practices and findings. Like Xiao and Boyd (2010), Li et al. (2020) choose the Chinese context to help managers cooperate with cross-cultural teams and encourage cultural and emotional intelligence and cooperative teamwork. According to many researchers, trust and collaboration are the most effective practices to be implemented by international project managers (Bond-Barnard, Fletcher and Steyn, 2018; Wawak and Woźniak, 2020; Xiao and Boyd, 2010). Despite cultural diversity in the workplace, most personal qualities and skills are directed to enhance trust in every made decision and established goal. When people see support and understanding in their colleagues’ eyes, they are ready to overcome language barriers, stereotyping, and conflicts. Managers should encourage cooperation as the best way to share feedback, ask questions, and demonstrate personal achievements. These practices are necessary in international project management to demonstrate how people from different parts of the world benefit from globalization.
Reflection on Learning for International Projects
The creation of new international projects is one of the currently discussed topics in modern business. The articles reviewed in this paper help to understand that such cross-cultural issues as stereotypes, languages, beliefs, and behavioral norms might positively and negatively impact organizations. Therefore, it is important never to stop learning and defining practices for workers to stabilize their relationships. Chevrier (2003) introduces a solid evaluation of the strategies to regulate working conditions and maintain tolerance. Xiao and Boyd (2010) believe that personal exposure to solving cross-cultural concerns and problems allows companies to strengthen their positions and preferences either locally or internationally. People cannot ignore their differences and should use them to become unique and unpredictable in the chosen sphere of business. This review is a good opportunity to understand why people must learn about cross-cultural issues and how they might advance their organizational performance.
Applying these articles reveals the effectiveness of the offered practices in project management. These sources teach not only how to manage practices with an international element but also how to choose between options. Today, it does not take much time to find help online and read what different authors think of a particular topic. After the analysis of the articles, I, as a project manager, would pay more attention to employees’ emotions. I have thought that skills and professionalism are the most critical issues in a cross-cultural environment for a long period. Now, I want to learn what people might think and make them feel like a part of the international project. It is not always easy to develop trustful relationships between people from different countries and follow their own beliefs and faiths. However, the essence of international project management is to unite what seems to be incompatible at first. Therefore, my goal is to support, educate, and motivate employees, respecting their cultural and ethnic backgrounds and creating a secure environment.
Conclusion
In general, such sub-area of project management as the identification of cross-cultural issues deserves special attention and analysis. Researchers introduce various approaches and ideas on how to help project managers cooperate with employees and create safe environments at the international level. Today, people who come from different regions are ready to cooperate to achieve the best results in their fields. Therefore, such concepts as tolerance, self-control, emotional intelligence, cultural awareness, and diversity management are implemented in new practices. The chosen academic journal articles explain the progress in project management and offer trust, cooperation, and informal communication for managers to enhance among employees with respect to their cultural backgrounds. It is important for individuals to comprehend that diversity is not the reason for panic or conflict but a chance to obtain new experiences and share knowledge for their projects’ success and improvement.
Reference List
Aggarwal, R. and Wu, Y. (2021) ‘Cross-cultural competence development for business students’, Journal of Teaching in International Business, 32(2), pp. 103-108.
Bond-Barnard, T. J., Fletcher, L. and Steyn, H. (2018) ‘Linking trust and collaboration in project teams to project management success’, International Journal of Managing Projects in Business, 11(2), pp. 432-457.
Chevrier, S. (2003) ‘Cross-cultural management in multinational project groups’, Journal of World Business, 38(2), pp. 141-149.
Ermasova, N. (2021) ‘Cross-cultural issues in business ethics: a review and research agenda’, International Journal of Cross-Cultural Management, 21(1), pp. 95-121.
Kyove, J., et al. (2021) ‘Globalization impact on multinational enterprises’, World, 2(2), pp. 216-230.
Li, Y., et al. (2020) ‘What makes a competent international project manager in emerging and developing countries?’, Project Management Journal, 51(2), pp. 181-198.
Pinilla, R. E. (2020) ‘Cross-cultural issues in human resources’, Business and Public Administration Studies, 14(1), pp. 21-27.
Varajão, J., et al. (2022) ‘Success management – from theory to practice’, International Journal of Project Management, 40(4).
Wawak, S. and Woźniak, K. (2020) ‘Evolution of project management studies in the XXI century’, International Journal of Managing Projects in Business, 13(4), pp. 867-888.
Xiao, H. and Boyd, D. (2010) ‘Learning from cross‐cultural problems in international projects: a Chinese case’, Engineering, Construction and Architectural Management, 17(6), pp. 549-562.